Agile anti patterns agileinsights easy ways to make quick money

When traditional organisations and managers embark on an agile journey easy ways to make quick money they often apply agile with a traditional mindset that leads easy ways to make quick money them to violate the agile values and principles. This article describes some of the fundamental agile anti-patterns so you can avoid them. An anti– pattern is a common response to a recurring problem that easy ways to make quick money is usually ineffective and risks being highly counterproductive.

Another anti pattern is to take the agile ways of easy ways to make quick money working developed by another organisation and apply it in a easy ways to make quick money big bang, top down, cookie cutter change focused on cutting costs. This is a very disruptive, high risk approach that can cause a lot of damage easy ways to make quick money before it pays off. If there is no real change in the way the easy ways to make quick money work is organised those costs will come back somewhere else, usually as expensive consultants and contractors. Processes and tools over individuals and interactions

Good agile teams focus on individuals and interactions. A common anti pattern is for managers to use JIRA easy ways to make quick money and daily stand ups to micro manage the team. Coaching groups become the new methods police dictating agile processes easy ways to make quick money and tools. Real agile is about removing blockers and empowering teams with easy ways to make quick money new ways of working so they can continuously improve. Comprehensive documentation over working product

Good agile teams focus on creating valuable products instead of easy ways to make quick money documentation. A common anti pattern is for agile teams to be easy ways to make quick money embedded in a waterfall process that requires comprehensive documentation for easy ways to make quick money downstream teams. If you want to get the benefits of agile you easy ways to make quick money have to change your structure to allow teams to deliver easy ways to make quick money a value stream from idea to implementation. Agile teams produce just enough documentation, just in time. Contract negotiation over customer collaboration

Good agile teams co-design solutions with customers and partners throughout the product life easy ways to make quick money cycle. But many agile teams never talk to a real customer. They rely on managers to tell them what the customers easy ways to make quick money wants and they lock customers and vendors into fixed price, fixed scope contracts that cause adversarial relationships. Open up to collaborate. Following a plan over responding to change

An agile organisation makes change easy so that teams can easy ways to make quick money learn and adapt. A common anti pattern is for managers to demand that easy ways to make quick money agile teams commit to a fixed scope, design, time and cost developed up front. Often organisations apply agile in their development teams and leave easy ways to make quick money the rest of their waterfall process intact. Adversarial contracts and annual budget commitments prevent change and increase easy ways to make quick money time and cost. Real agile teams do just enough planning, just in time.

Good agile teams deliver valuable product features early and often. Unfortunately its still common for organisations to spend many months easy ways to make quick money designing and planning a project before the agile team starts easy ways to make quick money and then to deliver releases in big blocks every six easy ways to make quick money to 12 months. To get the benefits of agile you need to apply easy ways to make quick money it to the whole product development life cycle from concept easy ways to make quick money to cash. Prevent change or don’t control it

Agile teams work with stakeholders and partners to get the easy ways to make quick money best business value possible from the time and budget available. A common problem is for managers to demand that agile easy ways to make quick money teams deliver a fixed scope in a fixed time and easy ways to make quick money budget. This forces teams back into waterfall delivery to defend themselves. On the other hand new agile teams can get confused easy ways to make quick money about how to manage scope and end up going over easy ways to make quick money budget trying to give stakeholders every little thing they asked easy ways to make quick money for. This isn’t agile either. Big bang delivery

Good agile teams deliver valuable products to customers every few easy ways to make quick money weeks. A common anti pattern is for organisations to make agile easy ways to make quick money teams deliver to downstream test, deployment and operations teams. This forces teams back into a big bank waterfall deployment easy ways to make quick money every six to 12 months. In an agile organisation teams do their own test, deployment and operations so they can deploy to production every easy ways to make quick money day if necessary. Departments prevent collaboration

A common anti pattern is to implement agile in the easy ways to make quick money software team while leaving everything else the same. This leaves all the traditional conflict, delays and costs created by a department structure and waterfall easy ways to make quick money process in place. It’s common in this situation for technical teams to appoint easy ways to make quick money their own product owners because business people aren’t available to work closely with the team. As a result stakeholders lose confidence that the team are easy ways to make quick money delivering what they want. Command and control

An anti pattern is for managers to use JIRA and easy ways to make quick money the agile processes to micromanage teams. Micro management forces people to spend a lot of time easy ways to make quick money providing updates and justifying their approach when they could be easy ways to make quick money doing work. It forces them to work at an unsustainable pace leading easy ways to make quick money to serious quality issues and burn out. It turns teams into passive, stupid machines unable to take responsibility and improve the way easy ways to make quick money they work. Agile managers coach and support their teams, they don’t command and control them. Poor communication

A common anti pattern is for teams to be made easy ways to make quick money up of people from different departments and companies with different easy ways to make quick money interests and different values in different locations. Most communication is via documents, email, phone and video conference. The ball is dropped a lot. Leaders manage perception and hide issues so that things look easy ways to make quick money better than they really are. Issues get worse until they blow up and cause serious easy ways to make quick money damage. Focus on tasks

Agile organisations measure progress by how much value they deliver easy ways to make quick money to customers. Often organisations don’t understand or measure the value they deliver so they easy ways to make quick money focus on measuring the number of features and stories produced. This turns the agile team into a factory mindlessly churning easy ways to make quick money out features that managers want but customers don’t. Ultimately executives question the value of the team and remove easy ways to make quick money funding because they cant see the value delivered. Unsustainable pace

In agile organisations the work flows smoothly and people work easy ways to make quick money normal hours. An anti pattern is for managers to drive the team easy ways to make quick money to work long hours to meet impossible time frames developed easy ways to make quick money up front. Product owners don’t prioritise the backlog and managers focus on maximising utilisation. High pressure, bottle necks and long hours lead to conflict, mistakes, poor quality, rework, long delays, high costs and burn out. Technical debt

An anti pattern is for agile teams to sacrifice design easy ways to make quick money and technical excellence to rush through stories as quickly as easy ways to make quick money possible. Often teams resist agile technical practices like XP, OODD, refactoring, BDD and devops because they don’t understand them. This leads to rigid, poorly designed solutions with lots of defects, rework and technical debt. Overly complex solutions

A common anti pattern is for product owners to insist easy ways to make quick money that 80% of features are must haves. Then designers and architects create a complex solution that delivers easy ways to make quick money everything in one big, complex, expensive solution. The team doesn’t find out what customers really want until they have easy ways to make quick money invested a considerable amount of time and money. Only then do they find that a considerable amount of easy ways to make quick money their investment was wasted on things customers didn’t care about. Micro management

Agile organisations structure teams so that they can take responsibility easy ways to make quick money for designing solutions and delivering value to stakeholders. A common anti pattern is for teams to be set easy ways to make quick money up so that they cant take responsibility for end to easy ways to make quick money end delivery. In these organisations managers drive the team, run the meetings and manage dependencies. Managers use agile and JIRA to micro manage the team. Team members become passive, defensive and demoralized, robotically producing mediocre results. Ignore important issues

It’s a common anti pattern for managers to refuse to easy ways to make quick money allow teams the time to hold real retrospectives. It’s also common for major organisational blockers to remain unresolved easy ways to make quick money because senior managers don’t want to admit there is a problem or do easy ways to make quick money anything about it. If individuals or teams raise issues to management they are easy ways to make quick money ignored or punished. This often happens in organisations that have a culture of easy ways to make quick money manipulation, favoritism and perception management. Eventually issues get so bad that they cause serious damage easy ways to make quick money to the organisation. Real agile organisations discuss sensitive issues openly and honestly, resolving them quickly and rationally. If you’re organisation isn’t prepared to be honest agile may not be the easy ways to make quick money right fit.

There are a large number of fake agile and bad easy ways to make quick money agile implementations out there that don’t deliver the benefits expected. Often this is a transition stage from traditional ways of easy ways to make quick money thinking to agile ways of working. The solution is to go back to basics and work easy ways to make quick money together to uncover better ways of delivering value to customers easy ways to make quick money using the agile values and principles. You can do it if you try.

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